Executive Management Class: A Written Report on the Special Interview with Atty. Casimiro B. Juarez

INTRODUCTION

The definition of "chief executive officer" (almost always) depends on whether a business is a corporation or not, that is, whether it (usually) has a board of directors or not. In an organization that has a board of directors, the "chief executive officer" is (usually) the singular organizational position that is primarily responsible to carry out the strategic plans and policies as established by the board of directors. In this case, the chief executive reports to the board of directors. In a form of business that is usually without a board of directors (sole proprietorship, partnership, etc.), the "chief executive officer" is (usually) the singular organizational position (other than partnerships, etc.) that sets the direction and oversees the operations of an organization.

The chief executive officer is the overall, primary management and leadership role in the organization. Therefore, it's critical that chief executive officers have strong knowledge and skills in a wide variety of areas. However, there are certain basic areas of knowledge and skills which provide the foundation from which chief executive officers can add knowledge and skills customized to the particular nature of their organization, its industry (service, manufacturing, wholesale, etc.) and the current environment (political, social, economic and technological).

THE INTERVIEW

Based on the  interview of CEO and President of Capitol University Atty. Casimiro B.Juarez, Jr. last Saturday, September 1, 2007, these are points and issues he raised anchored on any principles and/or  salient features on the CEOs role in management:

On Personal Qualities

Atty. Juarez said that the following should be the personal qualities of a CEO being an experienced CEO himself in order to achieve the goal, mission and vision for the Capitol University:

• An empathetic leader with a developed world view
• Views the Capitol University and its members as a profession that uplifts and informs the human spirit and promotes the accomplishments of members
• An ethical, dedicated, and fair-minded leader
• A charismatic individual who is a servant leader and engaging generalist
• A talented consensus builder who is a good listener
• An articulate, diplomatic spokesperson with strong communication skills
• A people person—someone who is outgoing, friendly, energetic, approachable, patient, calm, and considerate
• A motivator of staff and morale builder, who shows good judgment in selecting, managing, and delegating to staff
• A professional with a strong interest in education and lifelong learning
• A big thinker who also has a healthy interest in details and is results oriented
• An organized, efficient, formidable leader with knowledge of multilevel organizational dynamics
• An open-minded, inclusive, perceptive, and adaptive person, with an ability to lead change and articulate its impact on the organization, profession, and society

On Professional Characteristics

The combination of qualities, experiences, and values that help define an organization’s culture can be simultaneously complementary and contradictory in nature. Here are some of the professional characteristics he stick into as a CEO of Capitol University:

• like a good neighbor
• committed, caring, nurturing
• passionate, resilient
• sophisticated, competent, intelligent
• familial
• fiscally responsible
• information and knowledge focused
• multifaceted
• optimistic
• member driven
• hardworking and business oriented

Characteristics that impede the organization’s ability to succeed in its mission as mentioned by key stakeholders include a culture sometimes described as bureaucratic, conservative, insular, slow moving, and entrenched, complex and not transparent, and not results focused. He appreciated the interplay of an organization’s strengths and vulnerabilities and build on the dynamism and energy embodied in the organization.

Measures of Success
Measures of success is an important matter, to name a few:

• financial health of the organization
• successful budgeting process
• actualization of the strategic plan
• growth of nondues revenue
• member growth and retention
• a unified and clear operating approach, with efficient programs
• level of outreach to other design and construction associations
• visibility onCapitolUniversity
• visibility with the public
• involvement with coalition partners
• connection and communication with components

On Advocacies for the Academe and the Community

Technology integration, demographic changes, reducing consumption of natural resources, globalization of business, offshoring of certain business tasks, and a variety of other variables suggest numerous opportunities the profession faces:

• Partnering and alliance building with other organizations, opening the Capitol University to a broader constituency
• Understanding and articulating the relationship between architecture and neuroscience—that is, understanding and communicating the research to learn how one’s physical surroundings and changes in them affect the brain
• Public relations
• Public awareness
• Realizing the tremendous potential of the e-knowledge network.
• Achieving diversity in the profession andCapitolUniversity’s leadership to reflect society
• Increasing involvement with development and implementation of a national sustainable energy policy and other smart-growth and sustainable-design programs; taking a forceful stand on community development and environmental sustainability (e.g., green design)
• Adapting and responding to changing technology, such as Building Information Modeling, to enhance project delivery systems
• Eliminating practice impediments across state and national borders
• Nurturing the careers of emerging professionals, beginning in secondary schools and community colleges; facilitating more rapid, seamless transition from architecture education to licensed practice
• Impact of globalization and opportunities for architects to expand internationally
• Establishing theCapitolUniversityas a prominent voice to government bodies and the public at large
• Leveraging theCapitolUniversitybrand in the political and governmental arena.
• Anticipating and responding to social changes affecting the practice

On Competitive Advantage to Other CEOs

Atty. Juarez has represented the professional interests for its graduates. Through its students, faculty and staff, emerging professionals, and allied partners, the Capitol University expresses their commitment to excellence in design and livability of the nation's buildings and communities. Members adhere to a code of ethics and professional conduct that assures their clients, the public, and colleagues of a Capitolian’s dedication to the highest standards of professional practice. As the voice of the school profession, theCapitolUniversityis dedicated to serving its members, advancing their value to society, and improving the quality of the built environment.  Aside from the aforementioned, he also named a few characteristics which he considered as his competitive advantage, to wit:

• Ethical business acumen
• Consensus building among diverse constituencies
• Public speaking and serving as a spokesperson
• Providing visionary leadership
• Team building as an ongoing process
• Supporting board member growth and development
• Enhancing the visibility of the organization and its members
• Managing and leading change
• International sensitivity
• Building relationships with related organizations.
• Creative resource development
• Sound financial management

On Strategies in Carrying Out His 12-Point Agenda

Atty. Juarez admitted that to achieve or deliver his 12-point agenda, opportunities and challenges abound for the organization and the profession should achieve its mission to help the organization in the following ways:

• Embrace and coalesce a broad and diverse constituency of students, emerging professionals, and allied members,
• Capitalize on ever-evolving new technologies that enable the profession to preserve and enhance its ability to achieve an improved built environment,
• Expand the roles faculty and staff perform and how they integrate their work into the design and construction processes,
• Promote long-term leadership roles for faculty and staff in sustainability, strengthening community, and their impact on society,
• Broaden the influence, appeal, and prestige of the Capitol University’s programs and products nationally and internationally,
• Increase the value, influence, and distribution of Capitol University’s publications, including the Web site,
• Improve member access to knowledge through seminars, Web-based tools, and distance learning systems,
• Build international initiatives directly into the University’s planning, budgeting, and scheduling processes to include the roles and responsibilities of key leadership, and
• Harness the talent and energy of all Capitolians to achieve its mission and goals with particular attention to creating opportunities for young professionals.

SUMMARY

 The CEO is the chief staff executive position in the organization, responsible for successfully executing the Strategic and the Annual Operating Plan for the Capitol University. Other responsibilities include meeting annual goals, accomplishing management objectives, managing programs and operations, achieving effectiveness in revenue and resource development, ensuring success of the Executive/Board partnership and Board/Staff relationships, and as the external liaison and public image of theCapitolUniversity.  Some of the characteristics of a CEO are the following:

• Demonstrated ability and experience in providing organizational leadership, vision, strategic planning and development:
• Established, strong, motivated, entrepreneurial leader with a minimum of (ten) years of senior management experience
• Skilled facilitator and consensus builder
• Demonstrated success at moving a complex organization toward its stated vision and goals
• A team builder and the ability to motivate others
• A proven communicator with strong partnership building ability
• Demonstrated ability and experience in managing programs and achievement of objectives
• Successful at transforming strategic direction into focused, accountable, results-oriented business operations
• Able to successfully manage a multitiered national organization of “individual” members while maintaining focus on common goals and objectives
• Demonstrated ability and experience in maintaining effective Board, volunteer, and staff relationships
• Ability to develop, nurture, and motivate staff
• Ability to contribute meaningfully to the composition and process of agendas for the Board of Directors and Executive Committee meetings
• Ability to achieve consensus on complex issues with diverse individuals, with differing opinions
• Ability to serve as a confident liaison between and among volunteer leaders
• Ability to create an organizational culture of innovation

The Responsibilities of a CEO are the following:

• Ensure that the needs of the membership are met
• Communicate with the membership and other external partners on a regular basis, providing an effective flow of information
• Implement the Strategic Plan (and Policies) through informed development and execution of annual Operating
• Plans and budgets
• Provide stability and continuity of leadership
• Lead a highly motivated, multidisciplinary staff
• Promote discipline in managing fiscal and programmatic initiatives
• Serves as an active ambassador for the Institute, its members, and the profession at large before various private and public entities and at various functions.
• Communicate with and act as liaison to the Board of Directors
• Considerable travel demands, both domestically and internationally

Other Important Characteristics are:

• An empathetic leader with a developed world view
• Views theCapitolUniversityas a school that uplifts and informs the human spirit and promotes the accomplishments of members
• An ethical, dedicated, and fair-minded leader who is transformative
• A charismatic individual who is a servant leader and engaging generalist
• A talented consensus builder who is a good listener
• An articulate, diplomatic spokesperson with strong communication skills
• A people person—someone who is outgoing, friendly, energetic, approachable, patient, calm, and considerate
• A motivator of staff and morale builder, who shows good judgment in selecting, managing, and delegating to staff
• A professional with a strong interest in education and lifelong learning
• A big thinker who also has a healthy interest in details and is results oriented
• An organized, efficient, formidable leader with knowledge of multilevel organizational dynamics
• An open-minded, inclusive , and adaptive person, with an ability to lead change and articulate its impact on the organization, the profession, and society.

CONCLUSION

The Capitol University is at an exciting crossroads in promoting the role school play in the creation of the physical environment and its impact on society both domestically and internationally. The successful Chief Executive Officer will have considered what qualities, skills, and experience he brings to this position that will help advance the school’s agenda while ably serving the interests and goals of the school’s students and of the profession.  The strategic challenge can be defined in several ways: “We need to lead the profession into a culture of sharing—and into a future that rigorously explores and distributes knowledge that is pertinent to everyday practice; The importance of identifying and reaching out to emerging leaders, because without them the school falters. Still another recognized the challenge of positioning students, faculty and staff as the key to achieving collaboration with the public and the environment.  The successful CEO will be a leader for whom commitment to this kind of vision comes effortlessly.